After

Action
Report Winter
Storm
Elliott
 Winter Storm Elliott After-Action Report

Contents
1. Preface
2. TVA Background
3. Winter Storm Elliott Background
4. What Happened
5. What We Learned
6. What We Are Doing
7. Looking Forward

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 Tennessee Valley Authority Winter Storm Elliott After-Action Report

Preface
Every day, businesses are confronted with challenges that test the operational abilities of an organization and
the fortitude of all involved. One of the hallmarks of successful organizations is the ability to learn from these
events … to adapt and improve.

At TVA, we are a learning organization … committed to continuous improvement.

Reliable and secure energy is essential for families and businesses. It’s what you expect and deserve. At TVA, we
take great pride in providing the 10 million people of the Tennessee Valley region with reliable energy 24/7.

We fell short of your expectations during Winter Storm Elliott. While we planned and prepared for this event, the
storm’s speed and intensity exceeded our efforts.

Immediately following the storm, we proactively initiated an After-Action Technical Team to conduct a thorough
review of what happened and why. This team included subject matter experts from areas across our organization.
We also asked employees to provide us with immediate recommendations based on the challenges they
encountered during the storm.

Working with our 153 local power companies (LPCs) across the seven-state region we serve, we formed a
Customer Engagement Team to provide ongoing feedback to our review process. And we engaged a
Blue Ribbon Commission to provide independent perspectives and insights.

We took these steps – first and foremost – because it’s the right thing to do. As a learning organization, we are
committed to understanding and sharing lessons learned and – more importantly – implementing actions to ensure
we are better prepared to manage significant events in the future.

This report highlights the findings from the events surrounding Winter Storm Elliott, recommendations for
improvement, and actions associated with each recommendation.

The strength and resilience of our system was tested during Winter Storm Elliott, and we will learn, adapt,
and improve.

It’s a privilege to serve you.

Don Moul Bob Dalrymple

Executive Vice President Senior Vice President
Chief Operating Officer Resource Management & Operations Services

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 Tennessee Valley Authority
TVA
Background
Nine decades ago, TVA was created with a clear
mission to benefit the public good. TVA was established
with the innovative concept of managing the vast
resources of the Tennessee Valley as an integrated
system across jurisdictional boundaries and to help
lift the seven-state Tennessee Valley region from the
depths of the Great Depression.
Since day one, a hallmark of TVA has been innovation,
as we built dams to control flooding and constructed
transmission infrastructure to bring the first electric
lights to rural communities and farms.
TVA’s unique, longstanding mission focuses on:
 Energy: affordable, reliable, resilient and clean
 Environmental Stewardship: protecting and
preserving public lands and water
 Economic Development: attracting investment
and creating jobs
ENERGY ENVIRONMENTAL STEWARDSHIP
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Winter Storm Elliott After-Action Report
Today, TVA is the largest public power provider in
the United States and is one of the nation’s largest
electricity generators. TVA supplies the energy that
approximately 10 million people and over 750,000
businesses across the Tennessee Valley region rely
on every day.
TVA is not doing this alone. The strength of partnership
cannot be overstated. We are leveraging expertise
and support from customer partnerships, industry
partnerships, and stakeholder groups to help forge a
path forward for the region that benefits all.
Companies choose to locate to the Tennessee Valley
region because of the affordable, reliable, resilient, and
clean energy TVA and Local Power Companies (LPCs)
provide, and we want to ensure we can continue to
support those economic opportunities for our region.
In FY 2022 TVA helped create 26,500 new jobs and
retain 40,000 jobs.
ECONOMIC DEVELOPMENT
 Tennessee Valley Authority Winter Storm Elliott After-Action Report

TVA Power System Background

TVA operates one of 4% impact, and regulatory compliance requirements, and TVA meets its customer load requirements through a view of energy being used, and a real time view of
the nation’s largest ensures that the system can perform as intended under mixture of TVA-owned generation as well as market power plant production. The BA has several methods
and most diverse 9% normal and abnormal circumstances at a reasonable purchases. TVA’s current Integrated Resource Plan set for balancing electricity supply with demand in the
energy systems, cost to consumers. planning margins at 17% above peak load requirements event there is not enough TVA power – buy power from
with more than in the summer and 25% above requirements in the other systems; request voluntary reductions from the
half of our energy 39% To maintain reliability, power providers must always winter. TVA has more than 38,111 MW of generation public; require reductions from industrial customers
supply coming from FY22 have more generating capacity available than required
to meet peak demand. This additional generation,
capacity (owned and contracted) available. In order to
balance cost and reliability, TVA’s generating assets are
participating in incentivized programs; require
reductions from LPCs from their industrial, commercial
carbon-free sources. 33%
TVA also owns the called “reserve capacity,” must be enough to cover designed to withstand a one in ten-year reliability event. and residential customers; and, as a last resort, reduce
nation’s third largest uncertainties such as unplanned unit outages, severe consumption directly from the bulk system level.
nuclear fleet, with a weather events, unexpected changes in energy use, or TVA’s ability to reliably deliver electricity to our
15%
generating capacity undelivered power purchases. Weather and economic customers is executed by an operations function called Finally, to support bulk energy system reliability and
of over 8,000 MW (or activity are significant drivers of demand, or load, and the Balancing Authority (BA). Staffed 24/7, the BA resilience in extreme conditions, TVA, Tennessee Valley
Nuclear Coal Gas
enough power for 4.5 TVA plans its system to be able to meet the highest operations desk is responsible for ensuring supply of Public Power Association, and local power companies
million homes and Hydro Wind & Solar demands, or peaks, that occur in the summer and the electricity precisely matches the demand for electricity maintain emergency load curtailment procedures
businesses), that is winter months by three primary forecasts to predict at all times. The BA has several complex systems that designed to ensure the stability of the grid even in
the backbone of our clean generation portfolio. TVA those loads: provide a forecast of energy consumption, a real time extreme events.
has a total of 232 generating units, as well as power
purchase agreements (PPAs) with power producers.  Long-Term forecast determines electric needs up to
20 years into the future and identifies reserve margins
TVA, like all other power grid operators, must ensure for the summer and winter peaks that target industry
that the supply of electricity matches demand for best-practice levels of reliability, while minimizing the
electricity at all times. Power systems and generating cost of reserves and reliability events to consumers.
facilities are built and maintained in accordance with an This view, provided in Integrated Resource Plans
established design basis, which incorporates criteria (IRPs), is used to inform the development of
such as safety, functionality, reliability, environmental appropriate generation assets.

 A closer, Mid-Term view is developed each year in

the fall for the winter and in the spring for the summer.
The mid-term view primarily informs trading positions
in the energy market. If TVA has excess generation,
it can sell power and capacity to neighboring utilities.
Conversely, if additional power and capacity are
required, it can purchase its needs in the market. The
mid-term forecast was developed and made available
internally in November 2022 and was used to prepare
for Winter Storm Elliott.

 The real-time operations staff uses the 10-Day

Forecast to determine immediate needs. This
forecast influences purchases on the day-ahead
market and the dispatch of generation assets.

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 Tennessee Valley Authority Winter Storm Elliott After-Action Report

Winter Storm Elliott

Background
TVA’s objective and that of our 153 local power company
partners is to never interrupt power. That’s what we plan and
strive for every day. During Winter Storm Elliott, we fell short of
that objective. Key weather facts for the
Tennessee Valley region
Winter Storm Elliott was a powerful storm that impacted during Winter Storm Elliott:
most of the eastern continental United States, bringing heavy
snowfall and high winds to the Midwest and Northeast and  TVA’s system average
freezing rain and high winds to the South. temperature was 3F at 8 a.m.
CDT on Friday, Dec. 23. This
The December 2022 storm wreaked havoc across the nation, was the coldest system average
causing travel disruptions and power outages. temperature since Feb. 5, 1996.

The National Weather Service referred to Winter Storm Elliott  On Friday, Dec. 23, the morning
as a “once-in-a-generation storm,” which brought record- lows were Nashville 1F, Memphis
breaking cold temperatures and high winds to our region and 1F, Huntsville 3F, Knoxville 4F, and
across the nation. Chattanooga 7F.
 The afternoon high was 11F for
Winter Storm Elliott did not take TVA by surprise. TVA the system average, falling to 8F
anticipated and prepared for this event, but the storm’s speed for most of Friday night and early
and intensity exceeded forecasts and TVA’s efforts. Saturday, Dec. 24.
 There have not been back-to-
back mornings with system
temperature lows in the single
digits since February 1996.

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 Tennessee Valley Authority
What
Happened
A month prior to the storm, TVA developed and shared
the Mid-Term forecast with the Transmission, Nuclear,
Power Operations, and Facilities Management teams to
complete the cold weather readiness actions and winter
readiness certification process. These certifications
were used by generation leadership, planning and real-
time operations to determine energy reserve positions
and inform short-term trading needs.
In mid-December, TVA Operations employees began
tracking Winter Storm Elliott, making initial observations
a week before it impacted the Tennessee Valley
region. Severe weather notifications were issued to
internal emergency management employees regularly
throughout the week leading up to the storm and
multiple business units engaged in preparedness
activities. TVA committed a significant amount of
generation resources ahead of the event to meet
predicted demand, and took additional measures
such as:
 TVA’s generation plants took extra steps to ensure
readiness.
 TVA’s External Relations team began outreach to
customers and stakeholders.
 TVA Police & Emergency Management engaged with
TVA business units to remind them of the possibility
of agency-level emergency coordination based on
storm impact.
On Wednesday, Dec. 21, 2022, the TVA Reliability
Coordinator issued a Cold Weather Alert and a
Conservative Operations Alert for the entire TVA system
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starting Thursday, Dec. 22, 2022, at 8 a.m. CDT through
Monday, Dec. 26, 2022, at 5 p.m. CDT.
The high winds, heavy rain, and cold temperatures of
Winter Storm Elliott arrived in the TVA service territory
on December 22. These conditions increased energy
demand beyond what had been forecast, resulting
in the highest 24-hour electricity demand supplied in
TVA history on December 23 as the speed, intensity,
scale and duration of Winter Storm Elliott exceeded the
design basis for some of TVA’s power plants. In total, 38
of TVA’s 232 generating units were negatively impacted,
mostly due to instrumentation that froze.
TVA employees worked around the clock to increase
generation to meet the demand, including dispatching
units that had previously not been in service and
executing day-ahead, real-time purchases and
emergency purchases.
TVA set multiple energy demand
records during Winter Storm Elliott
 On Friday, Dec. 23, highest 24-hour
electricity demand supplied in TVA history
– 740 gigawatt-hours.
 Highest winter peak demand at 7 p.m.
CDT on Friday, Dec. 23 – 33,425 megawatts
(third-highest peak demand in TVA history).
 On Saturday, Dec. 24, at 1 a.m. CDT,
highest weekend peak demand in TVA
history – 31,756 megawatts
Winter Storm Elliott After-Action Report
In addition, TVA employees worked
in extreme weather conditions to
keep generating units online and
restore units impacted during
the storm. This included placing
additional temporary structures,
insulation, and heaters around
equipment at impacted units. As a
result of their efforts, 14 of the 38
generating units lost were recovered
and returned to service within 48
hours.
TVA’s nuclear and hydro assets were
not affected by the extreme weather
due to their plant design and
operated without issue supporting
energy demand during the event.
The storm also challenged
neighboring utilities, limiting power
availability, resulting in energy
demand exceeding supply being
generated and purchased. For the
first time in TVA’s 90-year history,
TVA was forced to implement
emergency procedures directing
local power companies to reduce
power demand that resulted in
localized interruptions in order to
keep the overall system stable.
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 Tennessee Valley Authority Winter Storm Elliott After-Action Report

Event Timeline

FRIDAY, DEC. 23, 2022

On Thursday, Dec. 22, the energy consumption forecast for the next day was 31,163 MW. To meet this demand,
TVA would need about 90% of TVA’s owned and contracted power production available. 

On Friday, Dec. 23, between 1 a.m. – 6 a.m. CDT, temperatures were dropping rapidly as the BA monitored real
time electricity consumption, which resulted in a significant increase in the projected demand (beyond what was
SATURDAY, DEC. 24 SPECIFICS:
forecast). To meet that demand, the BA needed about 97% of TVA’s available owned and contracted power.  
Following the peak electricity demand on Friday, Dec. At 4:51 a.m. CDT, because of continuing high
The rapid drop in temperature and other weather-related conditions also caused freezing issues at some power
23, the BA began preparing for Saturday, Dec. 24. energy demand and generation challenges, TVA
generating facilities, which resulted in the loss of approximately 20% of the available energy production. As a
Nineteen percent of the available TVA owned and directed local power companies to reduce energy
result, TVA needed about 17% more power than was available.
contracted power production remained out of service demand by 5%.
due to the freezing issues, and industrial customer
To maintain system stability and address the deficit, the BA acquired 3% market power, called on industrial
consumption remained reduced by 5%. The forecast At 5:12 a.m. CDT, this was increased to 10%. TVA
customers who participate in interruptibles programs interruptibles programs to reduce demand, resulting in
of energy consumption projected a need for 100% of also instructed its industrial customers and direct
5% reduction in consumption, and finally called on LPCs to reduce their load by 5%. After a little more than two
the available TVA owned and contracted power plus an serve customers to reduce demand.
hours, several affected power plants had recovered and returned to service and the BA ended the call for LPCs
extra 6%.
to reduce consumption.
At 10:30 a.m. CDT – 5 hours and 39 minutes later –
The BA acquired 20% market power to cover the emergency procedures to reduce energy demand
SPECIFICS:
forecast and provide some contingency. Early in the were lifted. Energy demand had been reduced by
morning of Saturday, Dec. 24, off-system purchases approximately 4,800 MW.
At 4:30 a.m. CDT, demand for power exceeded the forecast by nearly 1,500 MW while TVA lost generation
were cut off by other power systems because of
from multiple units (coal, gas, and independent power producers).
emergency conditions on their own systems. TVA was Winter Storm Elliott was challenging, not only to TVA
forced to direct local power companies to reduce power but to all the local power companies in the Valley region
At 4:48 a.m. CDT, TVA called on industries and interruptible contracts to reduce energy demand, resulting
consumption by 5% and then by 10%. as well as utilities around the eastern United States.
in a reduction of demand by 1,612 MW (approximately 5% of system demand).
Because of the active participation and collaboration
Five and a half hours later, the BA ended the call for of many, including TVA, industrial customers, and
By 9:00 a.m. CDT, TVA had lost 6,705 MW of generation from coal, combined cycle gas, and independent
LPCs to reduce consumption. residents, as well as decisive and deliberate actions by
power producers.
153 local power companies across seven states, the
grid remained stable and more serious consequences
At 9:31 a.m. CDT, TVA initiated emergency procedures, directing 153 local power companies to reduce
were avoided.
energy demand by 5%.
Figure 1 – TVA’s Emergency Load Curtailment Program (ELCP)
At 11:43 a.m. CDT, 2 hours and 12 minutes later – emergency procedures to reduce energy demand were
lifted. Energy demand had been reduced by approximately 2,900 MW.   Preventative Reductions Firm Load Curtailment

STEP 10 STEP 20 STEP 30 STEP 40 STEP 50 STEP 60

In‐House Load Public Appeal for Last Action to Partial Interruption of TVA Emergency
Reductions Voluntary Avoid Firm Curtailment General Firm Load Tripping
by TVA and LPCs Load Reductions Load Curtailment of Large of Firm Load
Firm Load

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 Tennessee Valley Authority Winter Storm Elliott After-Action Report

Immediately following Winter Storm Figure 2 – Dec. 22 Plan to Dec. 23 Peak Hour 9 a.m.
Elliott, TVA asked employees to
capture lessons learned. More than
250 actions were captured and
completed by the end of January.

These actions included

strengthening and increasing the
operational resilience at TVA’s
generating facilities, placing more
robust enclosures at generating
facilities, and enhancing insulation
around instrumentation.

In addition, TVA is developing

design modification plans for
impacted generating units – to
address both winter and
Figure 3: Dec 23 Plan to Dec 24 Peak
summer peaks.

Emergency Management
Processes and Procedures have
also been evaluated and updated
to improve internal coordination,
communication, and preparedness.
These updates are designed to
clarify triggering events and better
define roles and responsibilities.

Finally, processes for

communicating with customers
and key stakeholders are being
updated to ensure TVA provides
clear, consistent, and actionable
information to all stakeholders.

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 Tennessee Valley Authority
What We
Learned
Following Winter Storm Elliott, TVA immediately took Customer Engagement Team – A team engaging with
steps to understand what happened and why and to key customer leaders to gather input and feedback
draw lessons from the event through initiating a formal related to TVA actions taken before, during and after
After-Action Technical Review. As part of this effort, Winter Storm Elliott. Members include:
TVA engaged industry experts and customers for input  Doug Peters, Tennessee Valley Public Power
and feedback, incorporated independent oversight Association
and expertise, and committed to share findings and  Rob Hoskins, Tennessee Valley Industrial Committee
progress as part of TVA’s commitment to transparency.  John Bowers, Pickwick Electric Cooperative (TVPPA
Operations Coordination Advisory Group Chair)
TVA’s After-Action Reviews included:  David Wade, EPB of Chattanooga
 Doug McGowen and Alonzo Weaver, Memphis
Blue Ribbon Commission – A panel of experts
Light, Gas and Water
charged with the comprehensive review of actions
 Alan Gates, Pennyrile Rural Electric Cooperative
taken before and after Winter Storm Elliott to provide
 Marlin Williams, North East Mississippi Electric
independent perspectives to TVA leadership.
Power Association (TVPPA Communications Advisory
Group Chair)
 Teresa Broyles-Aplin, Nashville Electric Service
 Keith Carnahan, Meriwether Lewis Electric
Cooperative
 Steve Hargrove, Sheffield City Utilities Department
(TVPPA Government Relations Advisory Group Chair)
 Dave Cross, Plateau Electric Cooperative
 Jason Griggs, Milan Utilities
Bob Corker, Joy Ditto, Mike Howard,
former U.S. former President retired CEO of
TVA has taken this process seriously and has
Senator of American Public the Electric Power
been responsive to the questions and concerns
Power Association Research Institute
(APPA) (EPRI)
of our respective Team. We believe that TVA is
better prepared to address extreme weather
events going forward and look forward to seeing
more of these recommendations implemented to
The After-Action Technical Team – A team of internal ensure we continue to get better at serving our
experts from across multiple disciplines charged with customers together.
examining TVA’s preparation for and response to Winter – Customer Engagement Team
Storm Elliott.
16
The review looked at five main categories or activities across the agency and the response of each to the storm:
Energy Supply
 Like most utilities, TVA has a generation plan to meet
customer load requirements through a mixture of
TVA-owned generation as well as market purchases.
In the event TVA were to experience higher-than-
forecast demand, TVA could make up for that
shortfall by buying energy and capacity from the
energy markets.
 In addition, prior to the winter and summer seasons,
each generating plant must certify that it has
completed the necessary checks and preventive
maintenance activities to support cold or hot
weather operations. Nuclear plants have a similar
process for their own certification.
Real Time Load Forecasting and Operations
 While long- and mid-term forecasting as well as real-
time load forecasting are instrumental in planning
for how to meet a forecasted demand at any given
time, decisions may need to be made in real-time to
ensure TVA can meet demand, including calling on
agreements with interruptible contracts and as well
as other partnerships as needed.
Winter Storm Elliott After-Action Report
Emergency Protocols
 TVA, Tennessee Valley Public Power Association,
and local power companies maintain emergency
load curtailment procedures designed to ensure
the stability of the grid even in extreme events. In
addition, several TVA business units may implement
Emergency Operations Centers (EOCs) to align key
personnel to support a specific event. Depending
on the magnitude of the event, TVA’s enterprise
leadership team also may direct the activation of the
Agency Coordination Center.
Customer and Stakeholder Engagement
 Communication during an emergency event is
critical – both internally across the agency and
externally to customers, stakeholders, and the
general public. The External Relations Regional
Model is designed to facilitate timely conversations
with customers and stakeholders while TVA
Communications is responsible for sharing
information with the general public.
Transmission
 TVA manages one of the largest transmission
systems in North America with 16,400 miles of
line – enough to span the United States six times
over – providing the critical link that connects power
from our generating plants through a network of
153 local power providers. Teams maintain the
transmission system as well as balance the flow of
power over that system with a focus on delivering
power reliably where and when it’s needed,
regardless of fluctuations in demand or weather.
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 Tennessee Valley Authority
A team was formed for each category to conduct a
deep-dive into what happened, how TVA responded,
and how TVA can improve in the future. Specifically,
each team determined the specific events, or drivers,
that led to load reduction during Winter Storm Elliott;
considered improvement opportunities to support an
enhanced response to future hazards; and documented
strengths, which include actions taken that had positive
outcomes and should be evaluated for future events.
Based on the teams’ findings, they also determined
recommendations for potential changes to the
approach or execution of TVA’s strategy.
The severity, duration and scale of Winter Storm Elliott
resulted in dramatic increases in energy demand,
decreased availability of TVA owned and contracted
electricity supply, as well as decreases in imported
electricity from neighboring markets. In order to
maintain grid stability, this required TVA to curtail load
to maintain grid stability.
Drivers
The teams identified two drivers that had direct ties to
the reduction of load during Winter Storm Elliott:
 Rain followed by extreme cold weather and wind
created an environment that was beyond design basis
of TVA generating sites, causing some units to trip
offline causing a generation deficiency
 Due to the regional nature of the weather event,
energy market purchases were curtailed, contributing
to the generation deficiency
In addition to direct drivers of the event, the teams
identified improvement opportunities in each category
and what TVA did well in each category.
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Improvement Opportunities
TVA recognizes the importance of reviewing the
actions taken during Winter Storm Elliott to identify
improvement opportunities and address those
areas. Several opportunities were identified across
the categories:
 The importance of accurate forecasting to utilities
can’t be overstated, and in this instance, TVA’s
operational and real-time industry load forecasting
tools did not accurately predict the load or the
potential risks experienced during Winter Storm Elliott.
 While no gas generation units tripped offline because
of gas pressure issues from the interstate pipelines,
the gas fleet identified opportunities for improved
communication across the fleet and TVA, to enhance
coordination and visibility related to gas supply,
pressure alignment and troubleshooting.
 The flow of information, both internally across
the organization and externally with customers,
stakeholders, and the public, was not timely or fully
effective, which resulted in inconsistent messaging
and lack of situational awareness and expectations,
and slow internal coordinations, approvals and
stakeholder responses.
 Slow internal coordination and approvals resulted in
delayed information-sharing, social media updates,
and responses to customers.
 There are opportunities for better coordination
and implementation of emergency procedures and
protocols across the agency.
Winter Storm Elliott After-Action Report
Strengths
Financial impact to TVA
While TVA found itself for the first time in its 90-year
history directing local power companies to reduce their TVA also performed an assessment using
load, with many executing rolling outages to meet the available data and assumptions to calculate
request, several areas within TVA did perform well and an estimated financial impact of Winter
should be considered strengths. Storm Elliott. Overall, the financial impact
to TVA totaled approximately $170M, which
 Employees at the sites stayed focused on safety, included increased fuel and purchased
even during very challenging weather conditions, and power costs, costs of repair and hardening
successfully performed their duties without incident of assets, and lost revenue as local power
throughout the storm. companies and direct serve customers
reduced their power usage during the storm.
 The execution of the Emergency Load Curtailment We estimate that residential customers with
Program (ELCP) itself worked well. TVA’s Transmission average energy use would have seen an
and Operations center executed the ELCP as increase of about $5.20 in February because
designed and local power companies responded of Winter Storm Elliott.
quickly when called upon, supporting grid stability
and reliability.
 Interruptible products, providing the needed load
reductions, outperformed expectations.
 The Reserve Sharing Agreement with Louisville Gas
& Electric/Kentucky Utilities, in which LGE/KU and
TVA make energy available to each other when
outside assistance is needed, worked as designed.
 TVA’s Regional External Relations Model enabled
strong local engagement and outreach with
customers, public officials and communities to help
resolve challenges.
 TVA’s Transmission system performed well
throughout the storm.
 TVA’s principal carbon-free assets (nuclear and
hydro), which were not negatively impacted by
the extreme cold weather that affected other
generation technologies.
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 Tennessee Valley Authority
What We
Are Doing
Based on TVA’s review the team identified a number of near- and medium-term actions to address the drivers and
improvement opportunities. While TVA teams have already started addressing some of the actions, others are
being planned to ensure completion in the coming months.
ENERGY SUPPLY
Site Resiliency
Recommendation 1: Conduct assessments and
inspections to develop prioritized, site-specific
improvement plans to address gaps in design basis.
[In Progress]
Recommendation 2: Execute maintenance or
upgrades for existing assets, in-flight projects, and
new construction using the revised design basis and
maintenance standards. [In Progress]
Recommendation 3: Revise maintenance standards
to sustain the implemented resiliency improvements.
[In Progress]
Recommendation 4: Establish standardized triggers
and responses (e.g., stepped-up checklists, enhanced
governance, temporary event-based roles) to be
implemented immediately prior to extreme weather
events to improve cross-organization coordination and
communication. [In Progress]
Recommendation 5: Assess existing fuel resiliency
strategy to identify areas where improvements can be
made to strengthen resiliency readiness model at TVA’s
sites and within its fuel strategies and capacities.
[In Progress]
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Energy Market Purchases
Recommendation 1: Establish process(es) to analyze
and communicate market liquidity risks in seasonal and
10-day horizons. [In Progress]
Recommendation 2: Redesign Power Supply Update
Report (PSUD) to better communicate market reliance
risks (capacity position, net system position, risk based
on purchases). [Nearing Completion]
REAL-TIME LOAD FORECASTING AND
OPERATIONS
Load Forecasting Tools
Recommendation 1: Evaluate the prioritization and
timing of necessary software updates to Itron and Tesla
with TVA’s Technology & Information Business Unit.
[In Progress]
Recommendation 2: Evaluate options for data
analytics application to better understand real-time
risks and uncertainty in load forecasting during extreme
events. [In Progress]
Load Forecast Processes
Recommendation 1: Develop formal process(es) to
improve coordination of load forecasting between real-
time operations and Enterprise Forecasting for extreme
events. [In Progress]
Capacity
Recommendation 1: Establish documented attributes
and guidelines for capacity related to external sources.
[Nearing Completion]
Recommendation 2: Define risks associated with non-
capacity products. [In Progress]
EMERGENCY PROTOCOLS
Recommendation 1: Develop and update procedures
and documentation used to implement and execute
Emergency Operations Centers and the Agency
Coordination Center, including triggers and checklists.
[In Progress]
Recommendation 2: Improve crisis management
technology, content, and emergency activation drills.
[In Progress]
Recommendation 3: Improve existing and develop
new agency-wide emergency and crisis management
training. [In Progress]
Recommendation 4: Update Emergency Load
Curtailment Program (ELCP) to incorporate lessons
learned and feedback from LPCs. [Nearing Completion]
CUSTOMER AND STAKEHOLDER
ENGAGEMENT
Recommendation 1: Develop coordinated response
plan, process, and templates. [Nearing Completion]
Recommendation 2: Ensure training, education,
and maintenance of processes and information for
coordination and communication. [Nearing Completion]
Recommendation 3: Ensure centralized access to
information, clearly defined roles, and execution of
process. [In Progress]
Winter Storm Elliott After-Action Report
Strategic Considerations
TVA’s After-Action Technical teams identified key
strategic considerations to inform decisions over
the long term, which cover potential changes to the
approach or execution of TVA’s strategy that could help
support an improved response to future hazards. These
were reviewed by TVA’s Enterprise Leadership Team,
the Customer Engagement Team and the Blue-Ribbon
Commission. These Strategic Considerations include:
 Continue assessing risks in capacity planning.
• Implications of extreme weather on capacity
planning and operational preparation
• Market purchase risks for long-term and short-
term capacity needs to support load growth
(energy security and resiliency)
• Fuel resiliency and redundancy
• Qualities and criteria for generation resources to
be included as capacity in resource plans
• Implications of continued economic development,
electrification, and available energy efficiency
opportunities on load forecasts
 Expand power demand response and distribution
system control.
• Volume of responsive load (demand response
products)
• Technology improvement for distribution system
automation and control
 Engage with customers, key stakeholders, and
communities to identify opportunities to invest
in emergency preparedness, resilience, and
communication technology improvements.
As TVA includes these considerations in decisions
going forward, we will work closely with our
customers, stakeholders and policy makers to
explore and support options that help support the
energy needs of the future.
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 Tennessee Valley Authority
Looking
Forward
At TVA, we are committed to delivering energy that is
affordable, reliable, resilient, and clean. As people’s
reliance on electricity continues to grow, so does the
critical role it plays in people’s lives.
Our region is a great place to live and work. Economic
development, combined with overall population growth,
is driving energy demand. After nearly a decade of flat
growth, our seven-state region is growing at six times
the national average – resulting in a nearly 3% increase
in power demand from 2019 to 2022.
TVA is aggressively working to meet this challenge by
investing in new generation and infrastructure. The
region’s ability to continue to thrive – to attract new jobs
and investments – requires clean, sustainable energy.
By the end of the decade, TVA anticipates adding
10,000 to 14,000 megawatts of new generation to meet
that demand. Today, we are building 3,800 megawatts
of new generation, including solar energy, energy
storage, combustion turbines, and combined-cycle
natural gas. We are also investing in infrastructure,
enhancing our transmission system and building a
state-of-the-art System Operations Center in Meigs
County, Tennessee.
Communities and businesses alike benefit from
affordable, reliable, resilient, and clean energy.
We are committed to delivering that energy today
and tomorrow.
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Winter Storm Elliott After-Action Report
Here’s our plan of how to help meet the region’s
growing capacity, with the goal of always providing the
energy security people can rely on:
 Fiscal Year 2014 and 2022, TVA invested $18 billion in
capacity expansion and base capital, including about
$1 billion a year, to maintain existing assets.
 Between 2023 and 2027, TVA will invest $12 billion
for capacity expansion and base capital.
 We are building about 3,800 MW of new generation,
including combustion turbines, solar projects,
combined-cycle natural gas, and energy storage.
• 750 MWs: Simple cycle CTs at Colbert
(3 – 250 MWs) – Late 2023
• 750 MWs: Simple cycle CTs at Paradise
(3 – 250 MWs – Late 2023
• 1,500 MWs: Combined cycle at Cumberland –
Late 2026
• 500 MWs: Peaking aero-derivative CTs at
Johnsonville – Late 2024
 We are investing in our current assets to ensure they As we work to address these challenges, the strength
• 200 MWs: Solar at Lawrence County – Late 2027
are running as effectively and efficiently as possible – of our partnerships cannot be overstated. Key partners
• 20 MWs: Battery at Vonore – Late 2023 that we’re getting every megawatt we can. include our 153 local power companies, direct serve
• 100 MWs: Shawnee Solar* – Late 2028 customers, elected officials, industry partners,
*Pending environmental reviews  We are evaluating responses to the 5,000 MW carbon- communities, and more. Working together, we will
free RFP and expect to make selections this summer. ensure our region continues to have energy security,
which includes sustainable energy solutions, and
 We have 1,000 MW of new supply contracts in place economic opportunities for generations to come.
since Winter Storm Elliott.
 We currently have 1,600 MW of demand response and
are looking to add more.
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 Tennessee Valley Authority

Appendix
After Action Findings
Finding  Type 
Energy Supply 
Rain followed by extreme cold weather and wind created an environment that was beyond design basis for
Driver 
TVA generating sites, causing some units to trip offline creating a generation deficiency 
Due to the regional nature of the weather event, energy market purchases were curtailed, contributing to the
Driver 
generation deficiency 
Gas pipeline communication, pressure alignment, and troubleshooting could be improved to enhance TVA’s Improvement
resiliency to future extreme weather events  Opportunity 
TVA’s principal carbon-free assets (nuclear and hydro units) were not negatively impacted by the Event
Strength 
despite the extreme cold weather that impacted other generation technologies 
Sites remained focused on employee safety during the Event and were able to successfully perform all duties
Strength 
without incident during the Event 
Real-Time Load Forecasting and Operations 
Operational/real-time industry load forecasting tools did not accurately predict the load and potential risks Improvement
experienced during Winter Storm Elliott  Opportunity 
Strategic
Assess risks in capacity planning 
Consideration 
The Reserve Sharing Agreement with Louisville Gas & Electric/Kentucky Utilities functioned as designed  Strength  
Emergency Protocols 

TVA’s Transmission and Operations Center executed the ELCP as designed  Strength 

Across the Agency, there were opportunities for better coordination and implementation of emergency Improvement
procedures and protocols  Opportunity 
Local Power Companies provided the needed load reductions when called upon to support grid reliability  Strength 

Interruptible products outperformed expectations   Strength 

Customer and Stakeholder Engagement 

Internal and external information flow and response was not timely or fully effective, resulting in inconsistent
Improvement
knowledge and external messaging, lack of situational awareness and expectations, and slow internal
Opportunity 
coordination, approvals, and stakeholder responses 
TVA’s Regional External Relations Model enabled local engagement and outreach with customers, public
Strength 
officials, and communities to help resolve challenges 
Transmission 
Transmission system performed well during Winter Storm Elliott  Strength  

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Knoxville, TN 37902

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2023-306 0523